Navigating from strategy to execution, companies face an apparent disconnect between the expectations of various levels in an organization, starting at the top. The research reveals that CEOs are likely to significantly overestimate their company’s ability to execute strategy, and may be missing opportunities to take the necessary actions to drive effective execution and skill development. More specifically, considering managers’ ability to lead successful execution:

39% of CEOs are highly confident

12% of other C-suite executives agree

24% of managers share the same positive outlook.

Moreover, CEOs are also more likely to view their leaders as hands-on—53% vs. 31% of other C-suite members and 37% of managers. “Cracking the Code” explores how to maximize the full potential of strategic initiatives by focusing on the people part of the execution equation.

Top performing companies – yielding significantly higher revenue growth, profitability and market share – take the necessary actions to ensure that employees are aligned to the company strategy, have the right mindset, and are equipped with the skills and capabilities necessary to execute. However, the research suggests that not all strategy execution drivers are equally important. The study identified capability as the single most critical predictor of an organization’s success.